Why I Always Stress-Test Cash Flow Before Closing a Deal
Numbers on paper can look perfect—until reality hits. That’s why I always stress-test cash flow before closing any deal. I model different scenarios, test downside risks, and make sure the business can survive unexpected challenges. In this article, I explain my process for stress-testing, why it protects me as a buyer, and how it ensures long-term success after acquisition.
The Role of Recurring Expenses in Evaluating Profitability
Recurring expenses are the silent killers—or stabilizers—of profitability. I’ve seen deals where recurring costs were underestimated, leading to serious cash flow issues. That’s why I always dig into recurring expenses during due diligence. In this article, I explain how I analyze these costs, why they matter more than one-time expenses, and how they shape the true profitability of a business.
How I Think About Vendor Relationships in Acquisitions
Vendors are often overlooked in acquisitions, but they play a critical role in stability and growth. I’ve learned to study vendor relationships carefully—evaluating terms, reliability, and concentration risks—because they directly impact margins and operations. In this article, I share how I approach vendor relationships during due diligence and why they can make or break a deal long-term.
The Importance of Understanding Working Capital in Small Business Acquisitions
Working capital is one of the most misunderstood parts of small business acquisitions. I’ve seen deals fall apart—or become unprofitable—because buyers didn’t fully understand the timing of receivables, payables, and inventory. In this article, I share why working capital matters, how I evaluate it in due diligence, and why it’s essential for ensuring long-term liquidity and stability.
Why I Study Industry Cycles Before Committing to a Deal
Industry cycles often decide whether a deal becomes a success or a struggle. I’ve learned to study demand patterns, seasonality, and broader economic cycles before committing to a purchase. In this article, I share why understanding cycles matters, how I evaluate them in different industries, and why timing can be just as important as valuation in making smart acquisitions.
The Role of Employee Retention in Acquisition Success
Retaining employees after an acquisition is one of the most important factors in long-term success. I’ve seen great businesses fail simply because key people left during transitions. In this article, I share why employee retention matters so much, how I evaluate retention risks during due diligence, and the steps I take to keep teams engaged after closing a deal.
The Most Common Red Flags I See in Small Business Deals
Not every deal is what it seems on the surface. Over time, I’ve learned to spot recurring red flags that warn me a small business may not be worth buying. From hidden customer concentration issues to messy financials, I share the warning signs I watch for in every deal—and how catching them early has saved me from expensive mistakes.
How I Approach Negotiating Seller Transition Periods
Transition periods are some of the most delicate parts of acquisitions. Sellers often underestimate the importance of staying involved long enough to transfer relationships, knowledge, and credibility. In this article, I share how I negotiate seller transition terms, balance timelines with incentives, and ensure that the business doesn’t lose momentum during the critical handover phase.
Why I Focus on Transferable Value in Every Deal
A business isn’t truly valuable if it only works with the current owner. That’s why I focus on transferable value in every deal. I study whether systems, processes, and customer relationships can survive and thrive without the founder. In this article, I share how I evaluate transferable value, why it shapes what I’m willing to pay, and how it protects long-term success after acquisition.
The Questions I Ask to Test Customer Loyalty Before Buying a Business
Customer loyalty is one of the best indicators of business strength. Before buying a company, I ask specific questions to test how loyal the customer base really is—because revenue without loyalty can disappear fast. In this article, I share the questions I rely on, what answers reveal about customer retention, and how loyalty impacts the price I’m willing to pay.
The Difference Between Buying a Job and Buying a Business
Too many acquisitions are really just buying yourself a job. I’ve learned that a true business has systems, scalability, and value that extends beyond the owner’s daily involvement. In this article, I explain the difference between buying a job and buying a business, how I test for transferable value, and why the distinction shapes the deals I pursue.
How I Evaluate Recurring Revenue Models in Small Businesses
Recurring revenue models are one of the strongest indicators of long-term business health. When I look at small business acquisitions, I pay close attention to whether income is repeatable, predictable, and resilient to market shifts. In this article, I share how I evaluate recurring revenue models, why they matter so much for stability, and how they influence the price I’m willing to pay.